Socialization and Motivation
Topic 6—October 6
Khurram Butt
David Bell
Socialization and Motivation
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“Traditional” and “modern” are
neither incompatible nor internally
consistent terms
Argues that no single, uniform set of
processes bring modernity
Not simple dichotomies but
• Heterogeneity and interpretations to be
analyzed
Gusfield, Joseph (1971). Tradition and Modernity: Misplaced
Polarities in the Study of Social Change, in Political Modernization: A
Reader, Claude Welch, ed. Belmost, CA: Duxbury Publishers, 47-62.
Socialization and Motivation
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The idea of change in developing societies
as a linear movement from traditional past
toward a modernized state
• Involves several significant assumptions that
are questionable
• For example, the linear model assumes that
existing institutions and values-traditionimpedes change and are obstacles to
modernization
Gusfield, Joseph (1971). Tradition and Modernity: Misplaced
Polarities in the Study of Social Change, in Political Modernization: A
Reader, Claude Welch, ed. Belmost, CA: Duxbury Publishers, 47-62.
Socialization and Motivation
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Explores the uses of tradition and
modernity as explicit ideologies in the
politics of developing nations
• Primarily draws on India
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Explains concepts of development and
modernization as being generalized
• The view that tradition and innovation are
necessarily in conflict is overly abstract and
unreal
Gusfield, Joseph (1971). Tradition and Modernity: Misplaced
Polarities in the Study of Social Change, in Political Modernization: A
Reader, Claude Welch, ed. Belmost, CA: Duxbury Publishers, 47-62.
Socialization and Motivation
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Fallacies in the Assumptions of traditionalmodern polarity
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Developing societies have been static
Tradition is consistent
Tradition is homogeneous
Old is replaced with the new
Tradition and modern forms are always in
conflict
• Tradition and modern are mutually exclusive
• Modernization weakens traditions
Socialization and Motivation
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Desire to be modern-desire to preserve tradition
• These function as ideologies
• Are not always in conflict
• Modernization is often linked to an upsurge in
traditionalism
• Tradition may be changed, stretched and modified
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For new elites of developing nations its not
overcoming tradition but of finding ways to blend
modernity and tradition
Socialization and Motivation
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In the past comparative public
administration CPA
• Creating an institutionalized knowledge base to
aid in making better decisions
• Tied to changing foreign assistance programs
(USAID)
• Provided models and frameworks
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But few empirical conclusions on the appropriateness
of systems and skills transfer
• Formal deductive theory building has been
demoted—
• Focus moved from systems theory to practice
Socialization and Motivation
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World events have forced CPA to provide
information for real management and policy
problems
Foreign aid and comparative public
administration
• Alliance for Progress and New Directions—polar
opposites in principle
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In practice not much different
• Whole systems transformation
• Different views of development—the minority view:
develop local capacity
• New Directions-less presumptuous approach
Socialization and Motivation
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Insight into US foreign aid process
• Process itself causes local problems
• High energy of Alliance period moved to
politicized bureaucratic maze by the end of
New Directions period
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The functionalist framework and other
roadmaps
• Broader insights into transitional or mixed
societies
Socialization and Motivation
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Skeptism about size and results led to
structural reform
• Core government functions
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Application and translation of existing
theory into practice
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Consistent with local political culture
Budgeting, HR management, intergovernmental
relations
Funding is now multinational
Maslow’s Theory of Human Motivation
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Hierarchy of needs
• Physiological; safety; affection; esteem; selfactualization
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Humans as ‘perpetually wanting animals’
• Satisfaction of a lesser-order need gives rise to
a higher-order need
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Need dominating conscious behavior
affects not only present but also future
world-view
All behavior is determined but all behavior
is not ‘motivated’
• Motivations not sole ‘determinants’ of action
Socialization and Motivation
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How Maslow fits into our discourse
• Influence on ‘structure’
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Safety needs: need for undisrupted routine or
rhythm, for a predictable, orderly world
Specific reference to children with incremental
knowledge over time acting as remedy
Link to ‘isolated bureaucratic strata’ that give rise to
‘the unknown, the uncertain’?
• Influence on ‘process’
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Affection/Esteem needs: the ‘social’ side of relations;
need to give and receive love, admiration, respect;
one’s place in and belongingness to an affinity group
Link to inter-strata bureaucratic relations;
bureaucracy-citizen relations, bureaucracy-state
relations, etc.?
Socialization and Motivation
• The role of culture?
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Motivations are not the sole determinants of action
‘Field’ determinants
Expressive versus coping behavior: personality
versus goal-seeking
• The function of state/bureaucracy?
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‘Increased frustration tolerance through earlygratification’ versus ‘sheer habituation’
Interesting analogy of ‘sick’ and ‘healthy’ persons and
their relationship with ‘society’
Good or ‘healthy’ society defined as one that permits
man’s highest purposes to emerge by satisfying all
his prepotent basic needs.
Lu Wenfu: Man from a Peddler’s Family
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Story set in the Socialist Chinese context;
capitalism seen as root of all evils
Perhaps an illustration of the hierarchy of
needs as they play out in two people’s
lives – Mr. Gao and Zhu Yuanda
“At that time I didn’t think Zhu Yuanda was doing
anything dishonest or that he was putting his
profits ahead of everything else. I felt that the
reason I wanted to correct more exercise books
and he wanted to sell more wonton was because
our lives were so difficult.” (Pg. 199)
Lu Wenfu: Man from a Peddler’s Family
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The ‘struggle’ against capitalism and the
‘cultural revolution’ - an enforced pursuit
of a higher order need at the expense of
other prepotent needs?
The pre-determined needs of the ‘whole’
seen as superseding the needs of the
‘individual’
Tools of gratifying prepotent needs seen
as symbols of corruption
Socialization and Motivation
Synthesis
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A society’s way of providing for and
valuing individual interaction is reflected in
and shaped by its bureaucracy
• 18th century Europe family structures
important to training and recruitment
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First born socialized to follow father into
administration
Younger sons –opportunity for self selection
• Great Britian—old patterns of deference in
society
• United States—impersonal rules of
organizations
Socialization and Motivation
Synthesis
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A society’s way of providing for and
valuing individual interaction is
reflected in and shapes its beaucracy
• Relations defined by establishing how
people relate to work—organziation
• Dehumanizing—people become cases,
employees become functionaries
• Employees become empowered
• Citizens become empowered as
consumers
Socialization and Motivation
Synthesis
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Maslow’s hierarchy of needs helps us
understand individual’s position in and
interaction with society
• Humans as ‘perpetually wanting’ animals:
satisfaction of lesser-order need gives rise to a
higher-order need
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Need dominating conscious behavior
affects not only present but also future
world-view
Socialization and Motivation
Synthesis
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Maslow’s model: implications on structure
of bureaucracy
• Safety needs: need for undisrupted routine or
rhythm, for a predictable, orderly world
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Maslow’s model: implications on processes
of bureaucracy
• Affection/Esteem needs: the ‘social’ side of
relations; need to give and receive admiration,
respect; belongingness to an affinity group
Socialization and Motivation
Synthesis
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The values and traditions of society dynamically
interact with the developments of modernity
• Culture is dynamic- a mixture of old and new over
time
• Modernity and traditional values often build off
each other—rather new weakening the old
• Prior bureaucratic structures inculcates new
participants and motivates decision making
 Politicization and affirmative
action/representation in South Africa
• CPA frameworks provided insights into many
cultural, sociological and institutional variables
impacting administrative behavior of transitional
societies.
Socialization and Motivation
Synthesis
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Motivation for action and performance is
shaped by the interactive environments of
elected officials, citizens, and
bureaucracies—which overlap
• Elected officials—citizens disappointed in
quality of bureaucracy and cost
• Bureaucracy—burdened by a system of
antiquated, ineffective rules and considerations
(political favors, ineffective implementation of
representation)
• Citizens—responds to promises of elected
officials to hold bureaucracy accountable
Socialization and Motivation
Synthesis
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Creating ‘entrepreneurialism’ in civil
service through reforms
• Bureaucratic paradigm (based on scientific
mgmt) seen as ineffective
• Taking an ‘inductive’ view: actual examples of
success (like Minnesota’s STEP program)
driving theory
• Synergies among accountability, delegation
and creativity identified
• ‘Customer’ driven focus and introduction of
‘market forces’ within government
Socialization and Motivation
Synthesis
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The connection of performance and
finance impacts the motivation for certain
approaches and action
• South Africa—ineffective bureaucracies and
significant budget problems impacted decision
making and the issues faced by elected
officials and bureaucrats
• Budget reform in the United States
• U.S. foreign aid influenced development
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Local problems in public sector management
Constraints upon develop results through transfer of
Western systems and skills
Socialization and Motivation
Synthesis
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Various definitions of ‘development’ have
driven interventions in developing
countries
• Development as
• Development as
ability to rule’
• Development as
preferences and
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‘modernization’
‘centralization of power and
‘creation of alternatives,
choices for the public’
Development mgmt/admin seen as offshoot of int’l and comparative public
administration
Socialization and Motivation
Maslow
Socialization and
HRD
Lu Wenfu
Collective
Socialization
Orwell
Social Structures
and Development
Management
Armstrong
Recruitment and
Socialization
Warren
Authoritarianism
and Corruption
Heady
Culture and
Bureaucracy
Guess
Development
Administration
Jreisat
Development
Management
Mydral
Management and
Governance
Barzely
Osborne and Gaebler
Public Sector Reform
Gusfield
Culture and Socialization
Picard
Behavior and Institutional Failure
Hummel
Bureaucratic Dysfunction
Socialization and Motivation
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Gusfield, Joseph (1971). Tradition and Modernity: Misplaced Polarities in the Study
of Social Change, in Political Modernization: A Reader, Claude Welch, ed. Belmost,
CA: Duxbury Publishers, 47-62.
Guess, George M., (1998) Comparative and International Administration, in Jack
Rabin, W. Bartley Hildreeth, and Gerald J. Miller, Hand Book of Public Administration:
Public Administration and Public Policy. New York: Marcel Dekker, Inc., 535-555
Heady, Ferrel 2001. Public Administration: A Comparative Perspective, 6th Edition.
New York: Marcel Dekker. , 221-273.
Picard, Louis A (2005). The State of the State: Institutional Transformation, Capacity
and Political Change in South Africa. Johannesburg: Wits University Press., 292-353.